TOYOTA

MOTOR
MANUFACTURING
SEAT PROBLEM
SYPNOSIS
On May 1, 1992, Doug Friesen, manager of
assembly at the TMM's Georgetown, Kentucky
plant, is concerned about problems with seat
installation and wonders how to best resolve them
and to which he should give highest priority. With
sales approaching plant capacity, it is crucial he
choose the most effective path in light of Toyota
Production System (TPS) and the realities of plant
organization.
QUESTION 1
As Doug Friesen, what would
you do to address the seat
problem? Where would you
focus your attention and
solution efforts?
ANSWER
Doug, the assembly manager, has to deal with the issue of
Seat Problems. Due to seat issues, production levels are
falling, resulting in an increase in overtime work, lead time,
and off-time vehicle inventory.

The main issue that has been noted is inappropriate seat

quality management in KSF. The majority of seat problems
were caused by this mismanagement, such as incorrect,
broken pieces, creases, and missing bolsters.

There was also an inadequate feedback system, which

prevented Doug from finding a precise solution to the seat
concerns. So, by carefully sharing and discussing all
feedbacks, the best ideal solution to the problem may be
provided.
QUESTION 2
What options exist?
What would you recommend?
Why?
ANSWER
The following are the solutions to the seat issue:

1. Fixing bolts and hooks properly

• When team members were attempting to fix the bolt in the front
seats, they shot the bolt at an incorrect angle, resulting in cross-
threading. If they can work on it for another 30 seconds, they will
be able to solve the problem at that time.

2. The company used the JIT method, seats arrived at TMM on

time, but there was no time left to solve any problems with the
quality of the seat during installation.

3. Seat backup
• Seats are such a delicate product to install in a car, any misuse can
easily cause damage to them causing complications during
installation. To avoid this, they must keep a backup of the seats in
their warehouse.
QUESTION 3
Where, if at all, does the
current routine for handling
defective seats deviate from
the principles of TPS?
ANSWER
Toyota's manufacturing method was founded on the
ideas of Just In Time (JIT) and JIDOKA, which
declared that when issues were recognized, production
should be halted.

a) deviations from JIDOKA since it meant that

production should be halted when difficulties
emerged, but in the case of the defective seat problem,
production was not suspended and the automobile
passed through the assembly line with defective seats.
The vehicle was taken to the Code 1 clinic area to
diagnose the problem, then to the overflow parking
space for seat replacement.
ANSWER
b) Deviations from the JIT principle As stated
previously, establish what is needed and when it is
needed. So it anticipated to reduce waste and inventory,
but in order to handle defective seats, cars were
transferred to an overflow parking lot where seat
replacement was performed, resulting in an increase in
inventory and waste. Second, chairs with no flaws were
not manufactured at a time when they were required.

These variations occurred because the manufacturing

team realized that suspending production was too
expensive and that the automobile could be finished
without seats.
QUESTION 4
What is the real problem
facing Doug Friesen?
ANSWER
Car output was declining, with a 45-car shortage every
shift. The primary issue was with the vehicle seats.
Then Friesen investigated the causes of the problem
and discovered that the main issue was the design of a
minor part utilized in the assembly of the seat.

The hook in previous models was made of metal; in the

new model, it is made of fabric. However, the assembly
line was designed for metal hooks resulting in the hook
sometimes being damaged during the process of
assembling the seat. With this, a lot of time is lost and
quality control is compromised.
 THANK YOU
FOR LISTENING!